- Focus first on business processes and requirements, not on the choice of the software.
- Focus on achieving a healthy ERP ROI (return on investment), including post-implementation performance measurement, by establishing key performance measures and setting baselines and targets for those measures.
- Strong project management and resource commitment.
- Secure the commitment from company executives including the CEO and the entire C-level staff.
- Validate the software vendor's understanding of the business requirements/project plan and that these needs will be met.
- Ensure adequate training and change management. People make or break ERP implementations. Job redesign and training of staff will be needed, both of which will take time and money.
- Make sure you understand why you're implementing ERP. If process improvements or targeted technology will meet your business needs, you will be able to reach your objectives at a lower cost. The most appropriate choice for your situation may or may not involve implementing an ERP.
The decision structure needed to make the right choice when it comes to an ERP implementation is complex. Business needs must be understood, and business processes clearly defined. Rushing through this process will lessen the chance for the project's success.
Adapted from a White Paper by the Panorama Consulting Group, March 2009: http://bit.ly/bcs9NQ
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